Mehr Leads aus Google Ads für Luxus-Nischenprodukte

0:00No, we build and sell like luxury gaming tables, like pool tables, casino tables. manufacture them >> I was saying. Okay, got it. Yeah. >> Um >> That's cool. Like >> Cool backlights and things like that. >> Yeah, like any anything like one-off custom pieces. >> Sweet. >> Um we we're at around 2 and 1/2 million revenue a year. We want to be around 10 >> How do you sell? >> at least. Uh mostly Google Ads. >> So, e-commerce? >> Yeah, she sells.

0:25>> But not So, over the phone? >> Mainly email and then it goes to a phone call. >> Okay. Yeah. Okay, so invoices, phone calls. Okay, got it. >> So, how do we increase our leads 2x, 3x without breaking the bank? Basically. >> How do you increase your lead flow without breaking the bank? >> Yeah. >> Well, I'll ask you. >> For quality leads, basically. >> what are you currently doing? You said Google Ads.

0:51>> Yeah. Around 15 to 20k a month. >> Can you spend more? >> Yeah. >> Why don't we do that? >> We've tried and we weren't generating the same quality leads or necessarily getting more. >> keywords were not getting you more quality. >> Yeah. >> Correct? This is probably a scale thing though. Like this is a media buying question. Um because I can promise you that at $20,000 a month you haven't saturated the market for cool custom gaming stuff.

1:18Like you could probably get to like 2 million a month before you even get close to that. Um so, I think it's probably just a me like who does your media buying? >> We have a company that does it. >> Okay. I would This is a keyword thing. Like this is this is three degrees down, like super tactical, like we're just buying the wrong words and there's just we like I would be How What's your margins right now? >> 20% >> 500k a year. So, I you just have to see this as like we might burn $200,000 this year on bad keywords to find another six that we can scale up to $100,000 a month and by doing that we'll 5x the business.

1:57And so, if you just see it like that of like, "Okay, we're going to spend $200,000 or $300,000 to take us from 2. whatever to 10." That's how I That's how I think about it. Um in general, we tend to be like scared to spend more money. And I would say that the only thing that's really shifted for me is like from entrepreneur to investor, like kind of wearing both hats, is that I look so much stuff at just like return on capital and like what's the point? Like if I think we can get to 10, I would rather just get to 10 faster and I see because I don't live off of that $500,000 a year, I just see all of that as my my fodder for putting back into the thing so that I can get to the next level. Which side quest for everyone, if you're a service business and you have cash flow, some businesses are really obvious for where you do reinvestment. If you're brick and mortar, you save up your shackles, you open another location.

2:45Very clear where your capex goes. If you're manufacturing, you buy another big machine. Very clear where the capex goes, right? If you're a service business, you do accounts, you're uh you have you know, you have a law firm, you got uh legal people. What do you do with the extra money to quote reinvest in the business? So there's two primary sources. Number one is going to be talent and culture. So who am I going to hire uh and how do I how do I up up-level the team? So in service businesses in general, you can see how good you are and how advanced you are as a service provider by the by the price you're able to charge. And so over time, your price should always go up. Because fundamentally, you should have a virtuous cycle of we do a good work.

3:20That generates more demand. More demand means more than we have supply, which means we can raise the price. With the extra cash, we can then acquire better talent, which means we get we do a better job, which increases our reputation, which increases our price, which allows us to charge more so that we can get better talent. And so the talent should always be going up and so should the price. And so if you're in a in a marketplace where you're like, "Man, we can't charge more than other people." it's because you aren't better than other people. So we have to beat them in order to like we have to do better.

3:46That's point one. The second area is brand. Right? It's like, "How do I spend some of that extra cash to solidify the brand of me. So, this is not direct response ads. This is like kind of the big aspirational moments, these brand moments. Like we just did this launch this, you know, 2 weekends ago. It's like, how do I how do I do these big demonstrations that might cost more and might not be the normal run of business? Like why would Red Bull have a guy jump from out of space down? It doesn't make any sense, but except it makes a ton of sense because I'm talking about it right now. Right? And so, you're probably more likely to drink a Red Bull at the break.

4:15Real talk. And so, anyways, it's like how does this ladder back to selling more pool tables? Um for you though, you're not in a service-based business per se, but I thought it was a good offshoot for other people. Um See all of the profit that you have, whatever you don't need to live on, as your experimentation budget. And that budget is really like do not see it as I lost money. Like you can't think with that perspective. You will just lose.

4:42You have to think of that this is like I'm going to uh rigorously test keywords until I find more keywords that win. And these are just investments in finding money printing machines because keywords especially once you really find them, they kind of just print for you, which you guys are experiencing right now, right? You guys spent $250,000 a year and you make 2.2, right? You're getting 10 to 1 on it. Now, obviously you have cost of goods, for sure. But like profitable, right? And I'm sure when you found your first keyword and it started working, you were like, holy [ __ ] It's like, great. We just need to find like another 100. And they're there.

5:13They're there. And you might need bridge pages. So, you've you may have heard of Eugene Schwartz. Uh so, famous marketer. And so, when you really want to scale ads to colder markets, um for those of you went through the hooks and the goaded ads, anyone go through goaded ads playbook? Okay. So, this this will sound a little bit more familiar. So, you have these levels of awareness that correspond with size of market. And so, you've got your most aware customers here.

5:48And the reason that these levels are important is that it changes what the hook is and what the kind of click journey is for the customer. So, at the very top you've got unaware. Then you've got problem aware. You've got solution aware. You've got product aware. And then you've got most aware, which is usually your existing customers. Right?

6:13And so, if you want to expand, so right now I'll bet you most of your keywords are targeting these people. >> Yep. >> If you want to go up market, which might have 10 times more clicks, we might have to have a bridge page after you have like the keyword might be more like home home projects or like uh access like I'd I'd have to think of it that I'd find I'd use a keyword finder and then >> Would you have like the same team work on that or hire a completely different marketing team that kind of

6:41>> A really good media buyer would know this. Um but you'll likely just need to have keywords that a little bit broader, so you start competing against more people, but as long as you bring them to kind of like an advertorial type page and then they take the next step and then it basically mimics the same path as this. It's like you take them from product aware to then advertorial then to your sales page. That bridge, the clicks here might also be like 1/10 the price and there's an ocean of them. And then when you go from there it's like, "Okay, what's what's above that? Problem aware. Is your house boring?"

7:14Or like, "Do you have an extra room that you don't know what to do with?" Right? These are problem aware. They have a problem, they have no idea that you're going to sell them a pool table. But we have to start with where they're at and then lead them through the journey. >> Got it. Thank you. >> Yeah. >> Appreciate it. >> Cool. Help. Okay. I'm sorry. She was like it was an okay answer. Yeah, sure. No problem. >> Considering that we deal with like the top 10 50% of like income

7:40>> Sure. >> Does this change at all? Cuz not everyone's always looking Yeah, doesn't change. You guys are spending so little money, it's like it's laughable. And I want to just say that so that I can hopefully break beliefs around this. Like $20,000 a month is nothing. Nothing. And the fact you're doing 2. whatever is amazing. And you're doing it on 20. There is so much traffic. There's so much traffic.

8:07Like for our launch we spent 500 a day. Like there's so much traffic. And people just don't know how to access it. And so I promise you this like we only talked about just expanding your existing strategy. For sure, if I would say like if I were to market your business, my first step wouldn't have been keywords. I wouldn't have done that. You guys did and that's fine. I'd say cool, let's do more of that. But if I was like if Alex took over the business with my skill set, I'd be on Instagram reaching out to influencers because you have a very visual product. So I'd be getting shout-outs and sending sick customized Mr. Beast pool table billiard stuff and being like, let me make the sickest thing possible for you. Tag me in it and then they send it to either an inquiry page or you can send straight to checkout. And because you guys sell really high ticket stuff, they probably will make more promoting your thing than whatever else they're selling.

8:52So like and if you had a good influencer do that, you then take the highest converting story that they make and then run it as a white list on Instagram and Meta and it would [ __ ] destroy. And you wouldn't have any of these issue. That's what I would do. But I want to go with what you already are doing. >> [laughter] >> That is a highlight that are working which is like let's just find more keywords. But that's if I wanted to go from like when you come back and you're at 6 million or 8 million, I'd be like, okay cool. Now let's get to 50. Here's how we get to 50. If you're a business owner and you are not growing as fast as you like, I'd like to give you a free gift.

9:22So my team and I put together the $100 million scaling road map, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly where they got stuck and how they got past it. And so we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources, and finance. And so no matter what you're struggling with, someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information, and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page you can just book a call with my team and we will look into business, see if we can help, and if we can, we'll invite you out to Vegas and we'll do this in person live.